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The core messages from the WISE research
project carried out in 2002 showed that top women in Stora Enso
enjoy their work, but feel that a change in attitudes has to take
place to create truly equal opportunities for female managers. In
particular, those involved believe that the company should start
recruiting women to the Executive Management Group as well as to
top positions in divisions, and set measurable goals for diversity.
 "Market
yourself!"
"Pick
the right boss!"
"The
sauna door is closed"
"It
will take a lot"
Ready to change
To identify the factors that either support or hinder women's careers,
23 of the 25 top female managers at Stora Enso were interviewed.
An independent consulting firm interviewed each woman for between
two and two and a half hours, and presented the results at a joint
workshop. Six male managers were also interviewed to provide a male
perspective.
"Market yourself!"
The female interviewees had several common features: a high level
of education and a strong professional track record. However, only
few had applied actively for key positions. Interviewees enjoy their
work at Stora Enso, deliver results, and focus on doing a good job.
 They
also believe that a job well done should be sufficient to promote
their careers. The research indicates they do not generally express
what they want or what they have achieved. In this sense, they are
passive and modest. "Market yourself – if you've done a great job,
tell them," was one interviewee's comment.
Respondents felt that women and men are channelled into different
areas, often at the recruiting phase. In production in particular,
women's career paths are perceived as being less accessible. Experience
in production, however, was seen as a precondition for a top career
in Stora Enso.
Regular career planning was seen as important for overcoming personal
and organisational barriers. Other suggested actions were investigating
current recruitment behaviour and to stop thinking in terms of specific
male and female areas of expertise. Practically all interviewees
were against quotas, even when appointing members to task forces
and working groups.
"Pick the right boss!"
Interviewees believed that there is a glass ceiling at Stora Enso.
Excellent leaders are appreciated, because they identify a person's
potential and channel it optimally. They see women as individuals
with specific expertise rather than representatives of their gender.
In the best cases, women have found that their superiors provide
encouragement and coaching; others, however, have experienced little
or no communication between male superiors and female managers.
"You really have to pick the right boss if you want to make a career,"
commented one manager.
"The sauna door is closed"
Interviewees stressed the importance of good networks, but creating
them does not seem to be very successful generally. Women feel that
men tend to favour men, particularly when it comes to choosing informal
mentors and internal allies.
Other informal behavioural patterns also tend to form barriers.
It is common in the Nordic countries to combine business with sauna
and hunting, for example. Female managers do not hunt typically
and also find themselves sitting alone for a major part of the evening
when male colleagues continue the day's discussion in the sauna.
"When I was younger, I thought everything was possible. But now,
I don't know. It seems impossible to go higher. The sauna door is
closed," said one interviewee.
Certain countries and locations are also perceived as 'out of bounds'
to women.
"It will take a lot"
Interviewees underlined the importance of a supportive family, as
building a career "takes a lot". On the other hand, getting the
balance between work and personal life right should not be seen
only as a female issue.
"I hope we don't only want divorced people and people without children
working at Stora Enso," commented one woman manager.
Combining work and family seems easier in some countries than others.
Some people commented that sites in Sweden are probably more flexible
in this respect.
Many women appear to handle their professional and family roles
well. Some interviewees pointed out that managing both successfully
calls for prioritising. "You have to give up something," said one
of the managers interviewed.
Ready to change
Based on the results of the study, both long and short-term action
plans will be prepared and approved by top management. The plan
will focus on increasing the number of women in top management positions,
creating better possibilities for internal networking, and improving
the visibility of women in Stora Enso.
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